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Higher IT controllability by introducing a sourcing plan for IT Operations at the Dutch Railways

Toolen, P. van der (2013) Higher IT controllability by introducing a sourcing plan for IT Operations at the Dutch Railways.

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Abstract:1.1 Motivation : IT Operations and C&LM currently exist for two years, both arose from the centralization of different decentralized IT departments. Every former department had their own way of working, suppliers and contracts. Currently, there is no clear centralized IT policy within C&LM on how to select suppliers, manage them and judge them based on their performance. C&LM would like a sourcing plan that functions as a guideline to make the choice for specific suppliers; knowing which units of work should go to which suppliers. This plan should also support ways to manage and judge suppliers based on their performance. 1.2 Recommendations : C&LM should adopt the sourcing plan that this research has produced (appendix 10.1). This sourcing plan consists out of 26 guidelines that can be used for the sourcing questions IT Operations has. These guidelines are spread over different portfolios: a domain, a services, a supplier and a performance portfolio. 1.3 Argumentation : The guidelines contribute to a higher maturity of the core process of C&LM and letting the business units know this core process in order to have a better and deeper collaboration with them. The second contribution is that to the relationship of C&LM to the outside world: the suppliers. When the guidelines are followed, it will result in a better supplier portfolio and a higher maturity of C&LM with all the benefits that comes with it. 1.4 Consequences : When followed, the guidelines have the effect that processes regarding contracts are made more explicit and transparent towards the business units and between C&LM and concern procurement. The business units are also getting unburdened by showing them what C&LM can do for them, what the positive results are and where C&LM and all the sourcing rules can be found, including all the decisions made about what supplier does what. This will remove a lot of uncertainty and ambiguity as to why decisions are made. IT Operations will also have less strategic suppliers and more performance and development suppliers by carefully considering what kind of supplier is needed for every piece of work / system / activity.
Item Type:Essay (Master)
Clients:
Dutch Railways, the Netherlands
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Information Technology MSc (60025)
Link to this item:http://purl.utwente.nl/essays/63855
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